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Introduction
In the sphere of leadership research, the styles of leadership occupy a key place. Style is defined as a set of attitudes and behaviors of a leader. Such a set influences the whole run of a company and, to a large extent, predetermines its success or failure. The number of leadership styles defined by researchers grows. There are, for example, situational, pragmatic, ideological, authentic, and many others. Innovative approaches to business generate new styles, but the most widely used and classical are transformational and transactional. I would prefer to work for the transformational style as it helps to achieve goals which I consider crucial – to articulate the vision and to develop employees’ values for the benefit of a company.
The Characteristics of the Transformational Leadership Style
A leader following this style has a clear idea of the mission, vision, and aims of the company. It attracts me that a transformational leader does not only share information but makes people inspired with an idea. This leadership style is based on the concept that only a group of enthusiastic, like-minded people can lead a company to great success. Nanjundeswaraswamy and Swamy (2014) claim that “higher levels of transformational leadership were associated with higher levels of group potency” (p. 58). A higher level of leader performance means a stronger ability to influence the employees and to “transform” them.
The best transformational leaders, whom I would be happy to join in my future career, make people put the interests of a group in the first place. In response, a leader takes into consideration the interests and needs of the employees (Nanjundeswaraswamy & Swamy, 2014). Indeed, it is not about compulsion in any case. A leader stimulates emotions, motivates, and makes the working performance improve through the growth of job satisfaction.
The Main Dimensions of the Transformational Leadership Style
There are four main dimensions common to any transformational leader. I feel I could develop my attitudes and behaviors to fulfill every dimension. They are:
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Highly-inspirational motivation. The employees admire leaders sharing optimism, giving meaningful tasks, appealing to the talents of everyone, appreciating the smallest success;
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Intellectual stimulation. The permanent task of a transformational leader is to stimulate the creativity of people around. He or she offers captivating challenges and is not afraid to take a risk;
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Individual approach. Every employee is treated in conformity with personal needs and talents. A leader behaves like a coach ready to listen to concerns, to support, and to inspire in every moment;
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Charisma. No wonder, only charismatic people could change the value system of employees, by a company vision. There is no distinct difference between charismatic and transformational leadership styles (Anderson & Sun, 2017).
The Sphere of Application of the Transformational Leadership Style
This leadership style is considered to be multi-use; still, there are some fields where the usage of it is the most preferable, and they coincide with my spheres of interest. First of all, the transformational leadership style fits the government and organic organizations. It is also believed that the motivational effect of the style increases in the spheres where the workers have direct contact with clients. Anderson and Sun (2017) affirm that “there is evidence that females show higher levels of transformational leadership than males do” (p. 79). It could be connected with the belief that women are more skillful in mediating conflicts and more sensitive to the needs of others. I believe, it is a prejudice, and male leaders are as good as a female in such questions.
Conclusion
I would prefer to work for the transformational leadership style because it fits my temper and talents. This style would make me a more effective leader as compared to other styles, for example, transactional, situational, or pragmatic. It is directed at the inner changes of the employees. The right usage of the style helps to create a motivated team united around the goal of a company. Such a team could work effectively in all circumstances.
References
Anderson, M. H., & Sun, P. Y. (2017). Reviewing leadership styles: Overlaps and the need for a new ‘full-range’ theory. International Journal of Management Reviews, 19(1), 76-96.
Nanjundeswaraswamy, T. S., & Swamy, D. R. (2014). Leadership styles. Advances in Management, 7(2), 57.
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